St Brannocks

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. Improvements had been made to the governance system and we found it to be more robust.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The manager was relatively new to their role at the service. We observed the manager to be enthusiastic and proactive about implementing a vision in the service and to ensure people’s experience of living at the service continued to be positive. One staff member said, “Now [Manager] is in place, morale in the team is very good and everything feels more positive.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. We received mixed feedback from relatives regarding the communication of management. One relative told us, “I was only told there was a new manager this week.” Another relative said “We felt things were declining with many new managers. The new manager has immediately grasped all issues and has started to address them.” One staff member said “[Manager] is just the perfect fit, they have come over with great skills, pitches in with everything and is compassionate and kind.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Relatives received surveys infrequently. However, they felt they were able to raise any concerns. Staff told us they felt the manager was approachable and felt listened to if they raised concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff told us they worked as a team to provide the best outcomes for people who lived at the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider had effective systems in place to ensure there was clear oversight of the service. The manager completed weekly and monthly audits of the service. Therefore they were able to act on any arising concerns.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider supported people to access the local and wider community. The manager told us they had a good relationship with the local GP surgery and felt able to contact them for any concerns. The provider understood their duty to share information and work in partnership with external professionals.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The systems in place were used to identify and drive improvements in the service. The manager ensured any further learning was effectively communicated with staff through team meetings, supervisions and handovers. They ensured any required changes were clear and embedded into their practices. Staff told us they received regular supervisions and team meetings.